全球新一轮科技革命的兴起，以智能制造为特征的新型生产模式不断涌现，世界制 造业格局正在发生深刻变化。中国政府根据国际制造业格局的变革，提出了“中国制造 2025”的重大战略部署，目的在于全面提升中国制造业的水平和质量。 新产品的研发能力是企业核心竞争力的重要体现。能否成功的开发新产品，实现新 产品批量生产，直接关系到企业的长期可持续发展。近年来，伴随着科技进步，以及新 生代消费群体的成长，以智能手机、平板电脑、穿戴式电子设备为代表的新式电子产品 迅速发展，并且越来越精密化、微型化、个性化和多功能化。新式电子产品更新换代的 速度是传统电子产品的数倍，产品生命周期已经减少到了 50 年前的 1/4。上述变化无疑 对电子制造行业的新产品导入项目管理提出了更高要求。 虽然国内外学术界对项目管理的研究比较多，但是对新产品导入项目管理，特别是 复杂的新产品导入多项目管理的研究还不多。本文以世界电子代工业巨头 F 公司的新产 品导入项目为研究对象，运用项目管理相关理论、工具，结合诸多失败与成功的案例， 对 F 公司新产品导入项目管理中存在的问题进行分析。在此基础上，从跨部门沟通、项 目团队成员满意度、客户会议流程、新产品生产计划变更应对、问题反馈机制五方面深 挖问题形成背后的原因，并给出有针对性的改善方案。希望本文能够为 F 公司新产品导 入项目管理的改善提供参考，并对其他企业新产品导入项目管理提供一定的借鉴作用。 关键词，新产品导入，项目管理，多项目管理，电子制造业，代工业III ABSTRACT With the new revolution of global science and technology, the latest production modes, featuring with intelligent manufacture, are constantly emerging. In light of the general trend of international industrial transformation, Chinese government has made a profound strategic plan of Made in China 2025, aiming to comprehensively improve the quality and level of China's manufacturing industry. The research and design ability of new products is the most important reflection of the core competitiveness of enterprises. Whether new products can be developed and rolled in mass production successfully, will crucially reflect on the long-term sustainable development of enterprises. With the progress of science and technology, and with the growth of the new generation of consumer groups, new electronic products, represented by tablet computers, smart phones and intelligent home devices are rapidly rising. In addition, electronic products are becoming more and more precise, miniaturized, personalized and multi-functional. New electronic products are being updated several times faster than the traditional ones. Their life cycles have been reduced to a quarter of what they were 50 years ago. Undoubtedly, these changes address high requirements for the introduction of new electronic products. Although there are many researches on project management in domestic and foreign academic areas, there are few research on the new product introduction (NPI for short) project management, especially on complex, multiple NPI project management. This thesis takes NPI project management of F enterprise, the world's leading electronics OEM manufacturer, as the research case. It applies the theories and tools which are related to NPI project management, combines with many failures and successful cases, analyzes on the problems in NPI project management, delves into the deep problems in the company's operation and management, and finally proposes the improvement solutions. Hope this thesis help to solve the existing problems of F company's NPI project management. In addition, hope to give reference to the other enterprises in the same field. KEY WORDS: New Product Introduction (NPI), Project Management, Multi-project Management, Electronic Manufacturing Industry, OEM IndustryV 目 录 摘要...................................................................................................................................I ABSTRACT .................................................................................................................... III 1 绪 论.............................................................................................................................. 1 1.1 研究的背景及意义 ................................................................................................. 1 1.2 文献综述 ................................................................................................................. 2 1.2.1 国外文献综述.................................................................................................. 2 1.2.2 国内研究现状.................................................................................................. 4 1.3 研究方法和研究内容 ............................................................................................. 6 1.3.1 研究方法.......................................................................................................... 6 1.3.2 研究内容.......................................................................................................... 6 1.4 本文的创新点 ......................................................................................................... 8 2 相关理论基础................................................................................................................ 9 2.1 新产品导入的基本理论 ......................................................................................... 9 2.1.1 新产品导入的定义.......................................................................................... 9 2.1.2 新产品导入的特征.......................................................................................... 9 2.1.3 新产品导入的流程........................................................................................ 10 2.2 项目管理的基本理论 ........................................................................................... 12 2.2.1 项目及多项目管理........................................................................................ 12 2.2.2 项目管理的基本框架.................................................................................... 13 2.2.3 项目管理的组织架构.................................................................................... 16 2.2.4 项目管理的主要工具.................................................................................... 17 3 F 公司简介及其新产品导入项目管理现状................................................................ 25 3.1 F 公司概况............................................................................................................. 25 3.2 F 公司新产品导入项目管理现状......................................................................... 25VI 3.2.1 F 公司新产品导入项目的流程...................................................................... 25 3.2.2 F 公司新产品导入项目管理的特点.............................................................. 26 3.3.3 F 公司新产品导入项目管理组织架构.......................................................... 29 4 F 公司新产品导入项目管理存在问题及成因分析.................................................... 33 4.1 跨部门沟通不畅，项目团队成员间协调性差 ................................................... 33 4.1.1 弱项目矩阵结构导致项目经理的弱影响力................................................ 33 4.1.2 跨部门沟通缺乏协同机制............................................................................ 33 4.2 项目团队成员满意度低，工作动力不足 ........................................................... 35 4.2.1 人力严重不足导致项目团队成员工作压力过大........................................ 35 4.2.2 激励不足导致项目团队成员对工作满意度低............................................ 35 4.3 客户会议效率待提升 ........................................................................................... 35 4.3.1 新产品客户会议流程待优化........................................................................ 36 4.3.2 项目经理会议能力待优化不足.................................................................... 38 4.4 新产品生产计划变更应对时效性差 ................................................................... 38 4.4.1 新产品生产计划变更频繁延迟次数较高.................................................... 38 4.4.2 新产品生产计划变更应对时效性差............................................................ 38 4.5 缺乏有效的问题反馈机制 ................................................................................... 39 4.5.1 问题反馈及处理时效差................................................................................ 39 4.5.2 问题反馈及处理流程不明确........................................................................ 39 4.5.3 失效分析与改善的标准化工作欠缺............................................................ 40 5 F 公司新产品导入项目管理的改善建议.................................................................... 43 5.1 打破部门沟通壁垒，构建团队协同机制 ........................................................... 43 5.1.1 提升项目经理的权力影响力........................................................................ 43 5.1.2 建立项目目标导向机制，树立团队成员的全局观.................................... 43 5.1. 3 明确项目沟通管理的过程............................................................................ 44 5.2 提升项目团队成员满意度 ................................................................................... 45 5.2.1 培训提升团队成员业务能力........................................................................ 45 5.2.2 改进激励措施................................................................................................. 45VII 5.2.3 加强项目团队文化建设，提升员工归属感................................................ 46 5.3 建设高效客户会议 ............................................................................................... 47 5.3.1 优化高效会议流程增加预演环节................................................................ 47 5.3.2 提升项目经理会议能力................................................................................ 48 5.4 构建高效的新产品生产计划管控系统 ............................................................... 49 5.5 建立完善的问题反馈机制 ................................................................................... 49 5.5.1 完善问题反馈制度........................................................................................ 49 5.5.2 失效分析与改善标准化................................................................................ 49 6 结论与展望.................................................................................................................. 51 6.1 结论 ....................................................................................................................... 51 6.2 展望 ....................................................................................................................... 52